D) social context
Christina Hutchins was recently recruited by a publishing firm in Manhattan. During her first month in the job, she
demonstrated positive core self-evaluations. Which of the following did she most likely do?
A) mentioned that she was confident about her basic competence
B) expressed dissatisfied with the nature of work C) set less ambiguous goals and objectives
D) gave up easily on tasks when faced with difficulties E) did not consider her work as challenging and fulfilling
A) mentioned that she was confident about her basic competence
Employees with positive core self-evaluations believe in their inner worth and basic competence and are more satisfied with their jobs than those with negative core self-evaluations. The concept of positive core self-evaluations indicates that ________.
A) promotions and growth opportunities influence job satisfaction
B) employees should be regularly monitored and provided feedback
C) job conditions have a direct influence on job satisfaction D) personality plays a role in job satisfaction
E) pay always has a direct correlation with job satisfaction D) personality plays a role in job satisfaction
________ is moderately correlated with organizational citizenship behavior. A) Emotional contagion B) Job satisfaction C) Absenteeism D) Turnover rate
E) Cognitive dissonance B) Job satisfaction
Job dissatisfaction is more likely to translate into ________ when employees feel or perceive they have many available alternatives and when employees have high human capital. A) high productivity
B) employee engagement
C) increased customer satisfaction D) turnover
E) organizational citizenship behavior D) turnover
Under which of the following conditions is job dissatisfaction most likely to result in turnover?
A) Employees have negative core self-evaluation. B) Employees have high education and ability. C) Employment opportunities are scarce.
D) Employees experience emotional contagion.
E) Employees have supportive relationships with their co-workers.
B) Employees have high education and ability.
Job dissatisfaction and antagonistic relationships with co-workers predict a variety of behaviors organizations find
undesirable, including unionization attempts, substance abuse, undue socializing, and tardiness. These behaviors are indicators of a broader syndrome called ________. A) employee withdrawal
B) organizational commitment C) job involvement
D) cognitive dissonance E) positivity offset
A) employee withdrawal
Rashid is dissatisfied at work. He feels he is paid too little and asked to do too much. To compensate for his perceived unjust pay, he regularly takes work supplies, such as computer ink
cartridges, staplers, and reams of paper, home for personal use. Rashid's behavior is an example of ________. A) employee OCB
B) customer satisfaction C) high productivity D) turnover rate E) deviant behavior E) deviant behavior
Jason has been spending a great deal of work time talking to his co-workers about how dissatisfied he is with the job. He also has spent quite a bit of time discussing unionization. In the last week, Jason has arrived at work intoxicated twice. His behavior can be classified as ________ behavior. A) citizenship B) deviant
C) organizational commitment D) positive affect E) satisficing B) deviant
Synergy Inc. is a medium-sized logistics company. The management is facing tough times as the workers are
dissatisfied and are engaging in a number of deviant workplace behaviors such as stealing and substance abuse during working hours. The management is considering various options to curb these counterproductive behaviors. What would be a better way to deal with such forms of workplace deviance? A) The management should let employees realize their wrongdoing on their own.
B) The management should attack the source of the problem, i.e., the dissatisfaction.
C) The management must introduce surveillance to ensure smooth flow of work.
D) The management must suspend employees who engage in deviant workplace behaviors.
E) The management must restrict the activities that adversely affect productivity.
B) The management should attack the source of the problem, i.e., the dissatisfaction.
Why should managers be interested in their employees' attitudes?
A) They result from behavior. B) They lead to self-concordance.
C) They give warnings of potential problems. D) They result in emotional contagion. E) They result in cognitive dissonance.
C) They give warnings of potential problems.
The most important thing a manager can do to raise employee satisfaction is to focus on ________. A) employee pay B) benefits C) work hours
D) intrinsic parts of the job E) employee productivity D) intrinsic parts of the job
A satisfied workforce does not guarantee successful organizational performance. In order to improve organizational effectiveness, managers ________. A) must use 360-degrees appraisal procedures B) must provide classroom training
C) must make jobs easier and targets achievable
D) must offer periodic salary increments E) must try to improve employee attitudes E) must try to improve employee attitudes
T/F : Attitudes are favorable or unfavorable evaluative statements about objects, people, or events. True
T/F: The three components of an attitude are cognition, affect, and behavior. True
T/F: The intent to act in a certain way is the affective component of an attitude. False
T/F: The affective component of attitude is the emotional, or feeling, segment of an attitude. True
T/F: The cognitive component of an attitude describes an intention to behave in a certain way toward someone or something. False
T/F: According to Festinger, people seek consistency between their attitudes and their behaviors. True
T/F: Cognitive dissonance explains the linkage between attitudes and behavior. True
T/F: No individual can completely avoid dissonance. True
T/F: Individuals will be more motivated to reduce dissonance when they believe the dissonance is due to something they cannot control. False
T/F: If there is an inconsistency between an individual's
attitude on a specific issue and his/her behavior, there are only
two courses of action available—alter the attitude or alter the behavior. False
T/F: Rewards can offset dissonance. True
T/F: Attitudes that our memories can easily access are less likely to predict our behavior. False
T/F: Discrepancies between attitudes and behavior tend to occur when social pressures to behave in certain ways hold exceptional power, as in most organizations. True
T/F: The attitude-behavior relationship is likely to be much stronger if an attitude refers to something with which we have direct personal experience. True
T/F: Job satisfaction describes a positive feeling about a job, resulting from an evaluation of its characteristics. True
T/F: Job involvement measures the degree to which people identify psychologically with the organization's mission and vision. False
T/F: Employees' beliefs in the degree to which they influence their work environment, their competence, the meaningfulness of their jobs, and their perceived autonomy is known as psychological empowerment. True
T/F: An individual's involvement with, satisfaction with, and enthusiasm for the work he or she does is known as employee engagement. True
T/F: Disengaged employees have a tendency to invest time but not energy or attention into their work. True
T/F: The single global rating approach to measuring job satisfaction is more sophisticated than the summation of job facets approach. False
T/F: Asking employees how they feel about key elements in a job and then adding the results to create an overall job
satisfaction score is the single global rating approach to job satisfaction. False
T/F: The relationship between pay and job satisfaction
virtually disappears when one earns a pay package sufficient for or more than the comfortable living amount. True
T/F: To effectively control the undesirable consequences of job dissatisfaction, employers should try to control the different responses to dissatisfaction. False
T/F: Creating a satisfied workforce guarantees successful organizational performance. False
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